Transcript The Challenge: To Create More Value in All Negotiations

LONG
Tom Peters’
!
RE-IMAGINE
EXCELLENCE/2016
BrightStar Care Annual Conference
Rosemont, IL/22 September 2016
tompeters.com;
also see our annotated 23-part Monster-Master at excellencenow.com)
(This presentation/10+ years of presentation slides at
SERVICE
JOY
EXCELLLENCE
ORGANIZATIONS EXIST TO SERVE.
PERIOD.
LEADERS LIVE TO SERVE.
PERIOD.
SERVICE is a beautiful word.
SERVICE is character, community, commitment.
(And profit.)
SERVICE is a beautiful word.
SERVICE is not “Wow.”
SERVICE is not “raving fans.”
SERVICE is not “a great experience.”
SERVICE is “just” that—SERVICE.
“SERVICE” is in fact the highest human calling.
MANAGING/ROYAL PAIN IN THE BUTT: Somebody’s got to do
it; punching bag for higher ups on end, surrounded by
grouchy, ungrateful employees on the other; blame
magnet if things go wrong, big bosses abscond with the
credit if things go right.
MANAGING/PINNACLE OF HUMAN ACHIEVEMENT: The
greatest life opportunity one can have [literally]; mid- to
long-term success is no more and no less than a
function of one’s dedication to and effectiveness at
helping team members grow and flourish as individuals
and as contributing members to an energetic,
enthusiastic, caring, self-renewing, future-thirsty
organization dedicated to the relentless pursuit of
Excellence.*
*Robert Altman, Oscar acceptance speech: “The role of the Director is
to create a space where the Actors and Actresses can become more
than they have ever been before, more than they have dreamed of
being.”
IF YOU (e.g., CHIEF) WORK
YOUR ONE BUTT OFF
HELPING YOUR TEAM
MEMBERS SUCCEED
AND GROW, THEY WILL
WORK THEIR FIVE
[or 55 or 555] BUTTS OFF
HELPING YOU [AND YOUR
CUSTOMERS] THRIVE.
Why in the
World did you
go to Siberia?
An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits
maximum
ENTERPRISE* (*AT ITS BEST):
concerted human
potential in the
wholehearted pursuit of
EXCELLENCE in
service of others.**
**Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“It may sound radical, unconventional, and
bordering on being a crazy business idea.
However— as ridiculous as it sounds—joy is the
core belief of our workplace.
Joy
is the reason my company,
Menlo Innovations, a customer software design
and development firm in Ann Arbor, exists. It
defines what we do and how we do it. It is the
single shared belief of our entire team.”
Joy, Inc.:
How We Built a Workplace People Love
—Richard Sheridan,
Hard is Soft.
Soft is Hard.
Hard
Soft
[numbers/plans]
is Soft.
is Hard.
[people/relationships/culture]
“Strive for
Excellence.
Ignore
success.”
—Bill Young, race car driver
Joe J. Jones
1942 – 2015
Net Worth
$21,543,672.48
Not.
“In a way, the world is a great liar.
It shows you it worships and admires money,
but at the end of the day it doesn’t. It says it
adores fame and celebrity, but it doesn’t, not
really. The world admires, and wants to hold
on to, and not lose, goodness. It admires
virtue. At the end it gives its greatest
tributes to generosity, honesty, courage,
mercy, talents well used, talents that,
brought into the world, make it better. That’s
what it really admires. That’s what we talk
about in eulogies, because that’s what’s
important. We don’t say, ‘The thing about Joe
was he was rich!’ We say, if we can …
“ … We say, if we can …
‘The thing about
Joe was he took
good care of
people.’”
—Peggy Noonan, “A Life’s Lesson,” on the astounding response to the passing of
journalist Tim Russert, The Wall Street Journal, June 21-22, 2008
The Memories That Matter
The people you developed who went on to
stellar accomplishments inside or outside
the company.
The (no more than) two or three people you developed who went on to
create stellar institutions of their own.
The longshots (people with “a certain something”) you bet on who
surprised themselves—and your peers.
The people of all stripes who 2/5/10/20 years
later say “You made a difference in my life,”
“Your belief in me changed everything.”
The sort of/character of people you hired in general. (And the bad
apples you chucked out despite some stellar traits.)
A handful of projects (a half dozen at most) you doggedly pursued that
still make you smile and which fundamentally changed the way
things are done inside or outside the company/industry.
The supercharged camaraderie of a handful of Great Teams aiming to
“change the world.”
EXCELLENCE is not a “long-term”
"aspiration.”
EXCELLENCE is the ultimate shortterm strategy. EXCELLENCE is …
THE
NEXT
5
MINUTES.*
(*Or NOT.)
EXCELLENCE is not an "aspiration."
EXCELLENCE is … THE NEXT FIVE MINUTES.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
EXCELLENCE
Or not.
is your next conversation.
is your next meeting.
is shutting up and listening—really listening.
is your next customer contact.
is saying “Thank you” for something “small.”
is the next time you shoulder responsibility and apologize.
is waaay over-reacting to a screw-up.
is the flowers you brought to work today.
is lending a hand to an “outsider” who’s fallen behind schedule.
is bothering to learn the way folks in finance [or IS or HR] think.
is waaay “over”-preparing for a 3-minute presentation.
is turning “insignificant” tasks into models of … EXCELLENCE.
CONRAD’S
COMMANDMENT
CONRAD HILTON, at a gala celebrating
his career, was called to the podium and
“What were the
most important
lessons you learned
in your long and
distinguished
career?” His answer …
asked,
“Remember
to tuck the
shower curtain
inside the
bathtub.”
“Amateurs talk
about strategy.
Professionals talk
about logistics.”
—General Omar Bradley,
commander of American troops/D-Day
Observed closely: The use of
“I”
or
“We”
during a
job interview.
Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,”
Management Lessons From Mayo Clinic
1 Mouth,
Ears
“It’s amazing how this
seemingly small thing—
simply paying fierce
attention to another,
really asking, really
listening, even during a brief
conversation—can evoke
such a wholehearted
response.”
—Susan Scott, Fierce Conversations:
Achieving Success at Work and in Life, One Conversation at a Time
“The doctor
interrupts
after …*
*Source: Jerome Groopman, How Doctors Think
18 …
18 …
seconds!
[An obsession with] Listening is ... the ultimate mark
of
Listening
Listening
Listening
Listening
Listening
Listening
Listening
is
is
is
is
is
is
is
...
...
...
...
...
...
...
Listening
Listening
Listening
Listening
is
is
is
is
...
...
...
...
Respect
.
the heart and soul of Engagement.
the heart and soul of Kindness.
the heart and soul of Thoughtfulness.
the basis for true Collaboration.
the basis for true Partnership.
a Team Sport.
a Developable Individual Skill.* (*Though women
are far better at it than men.)
the
the
the
the
basis for Community.
bedrock of Joint Ventures that work.
bedrock of Joint Ventures that grow.
core of effective Cross-functional
Communication*
(*Which is in turn Attribute #1 of
organization effectiveness.)
Best Listeners Win …
“IF YOU DON’T
LISTEN, YOU
DON’T SELL
ANYTHING.”
—Carolyn Marland, CEO, Guardian Group
**8 of 10 sales
presentations fail
**50% failed sales
presentations … talking
“at” before listening!
—Susan Scott, “Let Silence Do the Heavy Listening,” chapter title,
Fierce Conversations: Achieving Success at Work and in Life,
One Conversation at a Time
“The best way to
persuade someone
is with your ears, by
listening to them.”
—Dean Rusk, former U.S. Secretary of State
Suggested
Core Value
#1: “We are Effective
Listeners—we treat Listening
EXCELLENCE as the
Centerpiece of our
Commitment to Respect and
Engagement and Community
and Growth.”
Part ONE:
LISTEN*
(pp11-116, of 364)
*“The key to every one of our [eight] leadership
attributes was the vital importance of a leader’s
ability to listen.” (One of Branson’s personal keys to listening
is notetaking—he has hundreds of notebooks.)
Source:
Richard Branson, The Virgin Way: How to Listen, Learn, Laugh, and Lead
“I always write
‘LISTEN’ on
the back of my hand
before a meeting.”
Source: Tweet viewed @tom_peters
CULTURE EATS
STRATEGY FOR
BREAKFAST
“What matters most
to a company over time?
Strategy or culture?
WSJ/0910.13:
Dominic Barton, Managing Director, McKinsey & Co.:
“Culture.”
“Culture precedes
positive results. It
doesn’t get tacked on
as an afterthought on
the way to the victory
stand.”
—NFL Hall of Fame Coach Bill Walsh
.
“If I could have chosen not to tackle the IBM culture head-on,
I probably wouldn’t have. My bias coming in was toward
strategy, analysis and measurement. In comparison, changing
the attitude and behaviors of hundreds of thousands of people
Yet I came to see in
my time at IBM that culture
isn’t just one aspect of the
is very, very hard.
game
—IT IS THE
GAME.”
—Lou Gerstner, Who Says Elephants Can’t Dance
“Culture eats
strategy for
breakfast.”
—Ed Schein/1986
PEOPLE EAT
STRATEGY FOR
BREAKFAST,
LUNCH AND
DINNER
“PEOPLE
BEFORE
STRATEGY”
—Lead article, Harvard Business Review. July-August 2015,
by Ram Charan, Dominic Barton, and Dennis Carey
“You have to
treat your
employees like
customers.”
—Herb Kelleher,
upon being asked his “secret to success”
Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,”
on the occasion of Herb Kelleher’s retirement after 37 years at Southwest
Airlines (SWA’s pilots union took out a full-page ad in USA Today
thanking HK for all he had done) ; across the way in Dallas, American
Airlines’ pilots were picketing AA’s Annual Meeting)
Rocket Science.
NOT.
“If you want staff to
give great service,
give great service
to staff.”
—Ari Weinzweig, Zingerman’s
Source: Small Giants: Companies That Choose to Be Great
Instead of Big, Bo Burlingham
“What employees experience, Customers will. The best marketing is
YOUR
CUSTOMERS
WILL NEVER BE
ANY HAPPIER
THAN YOUR
EMPLOYEES.”
happy, engaged employees.
—John DiJulius,
The Customer Service Revolution: Overthrow Conventional
Business, Inspire Employees, and Change the World
1/4,096: excellencenow.com
“Business has to give people enriching,
or it's
simply not
worth doing.”
rewarding lives …
—Richard Branson
“Who’s on Second?”
“Nobody comes home after a surgery saying, ‘Man, that
was the best suturing I’ve ever seen!” or ‘Sweet, they
Instead, we talk
about the people who took care of us,
the ones who co-ordinated the whole
procedure—everyone from the
receptionist to the nurses to the
surgeon. And we don’t just tell stories around the
took out the correct kidney!’
dinner table. We share our experiences through
conversations with friends and colleagues and via
social media sites.” —from the chapter “What Does Come First?”
Patients Come Second: Leading
Change By Changing the Way You Lead
in the book
by Paul Spiegelman & Britt Berrett
“The path to a
hostmanship
culture paradoxically does not go through
the guest. In fact it wouldn’t be totally wrong to say that the guest has nothing to do
with it. True hostmanship leaders focus on their employees. What drives
exceptionalism is finding the right people and getting them to love their work and see
it as a passion. ... The guest comes into the picture only when you are ready to ask,
‘Would you prefer to stay at a hotel where the staff love their work or where
“We went
through the hotel and made a ...
‘consideration renovation.’ Instead of
redoing bathrooms, dining rooms, and
guest rooms, we gave employees new
uniforms, bought flowers and fruit, and
changed colors. Our focus was totally on
the staff. They were the ones we wanted
to make happy. We wanted them to wake up every morning excited
management has made customers its highest priority?’”
about a new day at work.” —Jan Gunnarsson and Olle Blohm, Hostmanship:
The Art of Making People Feel Welcome.
“ … The guest comes into
the picture only when you
are ready to ask, ‘Would you
prefer to stay at a hotel
where the staff love their
work or where management
has made customers its
highest priority?’”
1996-2014/Twelve companies have been among the
“100 best to work for” in the USA every year, for all 16
years of the list’s existence; along the way, they’ve added/
341,567 new jobs, or job growth of +172%:
Publix
Whole Foods
Wegmans
Nordstrom
Cisco Systems
Marriott
REI
Goldman Sachs
Four Seasons
SAS Institute
W.L. Gore
TDIndustries
Source: Fortune/ “The 100 Best Companies to Work For”/0315.15
EXCELLENT
customer experience
depends … entirely …
on EXCELLENT
employee experience!
If you want to WOW your
customers,
FIRST you
must WOW those who
WOW the customers!
“In a world where customers wake up
every morning asking, ‘What’s new, what’s
success
depends on a company’s
ability to unleash initiative,
imagination and passion of
employees at all levels —and this
different, what’s amazing?’
can only happen if all those folks are
connected heart and soul to their work
[their ‘calling’], their company and their
mission.” —John Mackey and Raj Sisoda, Conscious Capitalism:
Liberating the Heroic Spirit of Business
???
% OF PEOPLE
WITH …
… DREAMS
100%
THE DREAM MANAGER
— by Matthew Kelly
“AN ORGANIZATION CAN ONLY BECOME THE-
BEST-VERSION-OF-ITSELF TO THE EXTENT THAT
THE PEOPLE WHO DRIVE THAT ORGANIZATION
ARE STRIVING TO BECOME BETTER-VERSIONSOF-THEMSELVES.” “A company’s purpose is to become
the-best-version-of-itself. The question is: What is an employee’s
purpose? Most would say, ‘to help the company achieve its
purpose’—BUT THEY WOULD BE WRONG. That is
certainly part of the employee’s role, but an employee’s primary
purpose is to become the-best-version-of-himself or –herself. …
When a company forgets that it exists to serve customers, it
OUR EMPLOYEES ARE
OUR FIRST CUSTOMERS, AND OUR MOST
IMPORTANT CUSTOMERS.”
quickly goes out of business.
Profit Through Putting People First Business Book Club
Nice Companies Finish First: Why Cutthroat Management Is Over—and Collaboration Is In, by
Peter Shankman with Karen Kelly
Uncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business Where Everyone Thrives,
by Kip Tindell, CEO Container Store
Conscious Capitalism: Liberating the Heroic Spirit of Business, by John Mackey, CEO Whole
Foods, and Raj Sisodia
Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, by Raj
Sisodia, Jag Sheth, and David Wolfe
The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs
and Boost Profits, by Zeynep Ton, MIT
Joy, Inc.: How We Built a Workplace People Love, by Richard Sheridan,
CEO Menlo Innovations
Employees First, Customers Second: Turning Conventional Management Upside Down, by
Vineet Nayar, CEO, HCL Technologies
Patients Come Second: Leading Change By Changing the Way You Lead by Paul Spiegelman &
Britt Berrett
The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt,
by Hal Rosenbluth, former CEO, Rosenbluth International
It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy,
by Mike Abrashoff, former commander, USS Benfold
Turn This Ship Around; How to Create Leadership at Every Level,
by L. David Marquet, former commander, SSN Santa Fe
Small Giants: Companies That Choose to Be Great Instead of Big, by Bo Burlingham
Hidden Champions: Success Strategies of Unknown World Market Leaders, by Hermann Simon
Retail Superstars: Inside the 25 Best Independent Stores in America,
by George Whalin
Joy at Work: A Revolutionary Approach to Fun on the Job, by Dennis Bakke, former CEO, AES
Corporation
The Dream Manager, by Matthew Kelly
The Soft Edge: Where Great Companies Find Lasting Success, by Rich Karlgaard, publisher,
Forbes
Delivering Happiness: A Path to Profits, by Tony Hsieh, Zappos
Camellia: A Very Different Company
Fans, Not Customers: How to Create Growth Companies in a No Growth World, by Vernon Hill
Like a Virgin: Secrets They Won’t Teach You at Business School, by Richard Branson
Hiring
“Development can help great people
be even better— but
if
I had a dollar to spend, I’d
70 cents
spend
getting the right person in
the door.”
—Paul Russell, Director, Leadership and
Development, Google
“The ultimate filter we use
[in the hiring process] is
that we only hire nice
people. … When we finish assessing skills,
we do something called ‘running the gauntlet.’ We have
them interact with 15 or 20 people, and everyone of them
have what I call a ‘blackball vote,’ which means they
can say if we should not hire that person. I believe in
culture so strongly and that one bad apple can spoil the
bunch. There are enough really talented people
out there who are nice, you don’t really need to
put up with people who act like jerks.”
—Peter Miller, CEO Optinose (pharmaceuticals)
“When we talk about the
qualities we want in people,
empathy is a big one. … If you can
empathize with people, then you can do a good
job. If you have no ability to empathize, then it’s
difficult to help people improve. Everything
One way that
empathy manifests itself is
courtesy. … It’s not just a veneer of
becomes harder.
politeness, but actually trying to anticipate
someone else’s needs and meeting them in
advance.” —Stewart Butterfield, co-founder/CEO Slack, founder Flickr
“I can’t tell you how
many times we passed
up hotshots for guys we
thought were better
people … and watched our guys do a lot
better than the big names, not just in the
classroom, but on the field—and, naturally,
after they graduated, too. Again and again,
the blue chips faded out, and our little up-andcomers clawed their way to all-conference
and All-America teams.” —Bo Schembechler & John Bacon),
“Recruit for Character,” Bo’s Lasting Lessons
“It’s simple, really,
Tom. Hire for s,
and, above all,
promote for
s.”
—Starbucks regional manager,
on why so many smiles at Starbucks shops
“We look for ...
listening, caring,
smiling, saying
‘Thank you,’ being
warm.”
— Colleen Barrett, former President, Southwest Airlines
"When I hire
someone, that's
when I go to
work for
them.”
—John DiJulius, "What's the Secret
to Providing a World-class Customer Experience"
Training =
Investment
#
1
3-star
generals worry
In the Army,
about training. In most
businesses, it's a “hohum” mid-level staff
function.
Why
(why why why why why why why why why
is intensiveextensive training obvious
for the army & navy &
sports teams & performing
why why why why)
not
arts groups—but
for the average business?
>> 8 of 10
CEOs, in 45-min
“tour d’horizon” of
their biz, would
NOT mention
training.
Bet #4:
Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?
If not, why not?
Are your top trainers paid as much as your top marketers and engineers?
If not, why not?
Are your training
courses so good they
make you giggle and
tingle?
If not, why not?
Randomly stop an employee in the hall: Can she/he meticulously describe her/his development plan for the next 12
months?
If not, why not?
Why is your world of business any different than the (competitive) world of rugby, football, opera, theater,
the military?
If “people/talent first” and hyper-intense continuous training are laughably obviously for them, why not you?
Is your CTO/Chief Training Officer your top paid “C-level” job (other than CEO/COO)?
If not, why not?
Are your top trainers paid as much as your top marketers and engineers?
If not, why not?
Are your training courses so good they make you giggle and tingle?
If not, why not?
Randomly stop an employee
in the hall: Can she/he
meticulously describe her/his
development plan for the
next 12 months?
If not, why not?
Why is your world of business any different than the (competitive) world of rugby, football, opera,
theater,
the military?
If “people/talent first” and hyper-intense continuous training are laughably obviously for them,
why not you?
Your [boss] job is
[much] safer if every one
of your team members
is committed to
Boss & RPD:
RPD/Radical
Personal Development.
Actively support one
and all!
What is the
#1
reason to go
berserk over
training?
What is the best reason to go
bananas over training?
GREED.
(It pays off.)
(Also: Training should be an official part of
the
R&D budget and a capital expense.)
“The topic is probably the oldest and biggest debate in Customer
What is more important: How well
you hire, or the training and culture you
bring your employees into? While both are
service.
very important,
75 percent is the
training and the
service culture of your company
Customer service
. Do
you really think that Disney has found 50,000 amazing serviceminded people? There probably aren’t 50,000 people on earth
who were born to serve. Companies like Ritz-Carlton and Disney
find good people and put them in such a strong service and
training environment that doesn’t allow for accept anything less
than excellence.” —John DiJulius, The Customer Service Revolution:
Overthrow Conventional Business, Inspire Employees, and Change the World
Evaluation
(53 = 53)
EVALUATING
#1
PEOPLE =
DIFFERENTIATOR
Source: Jack Welch, now Jeff Immelt, on
GE’s top strategic skill (
!!!!)
People are NOT
“Standardized.”
Their evaluations
should NOT be
standardized.
EVER.
!
Me
(The [All Important]
Development of Self)
“Being aware of yourself
and how you
affect everyone
around you is
what distinguishes a
superior leader.”
—Edie Seashore
“How can a high-level leader like _____ be
so out of touch with the truth about
himself? It’s more common than you
In fact, the higher
up the ladder a leader
climbs, the less accurate his
self-assessment is likely to
be. The problem is an acute lack of
would imagine.
feedback [especially on people issues].”
—Daniel Goleman (et al.), The New Leaders
“The biggest problem I shall
ever face: the management of
Dale Carnegie.” —Dale Carnegie, diary of
"Everyone thinks
of changing the
world, but no one
thinks of changing
himself."
—Leo Tolstoy
ST
1 -LINE
CHIEFS
If the regimental commander lost most of his
2nd lieutenants and 1st lieutenants and captains
IF HE
LOST HIS SERGEANTS
IT WOULD BE A
CATASTROPHE. The Army and
and majors, it would be a tragedy.
the Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty
Officers. Does industry have the same
awareness?
“People leave
managers not
companies.”
—Dave Wheeler
SOFTWARE IS
EATING THE
WORLD:
3-MINUTE
WARNING
“Software is
eating the
world.”
—Marc Andreessen
“Automation has become so
sophisticated that on a typical
passenger flight, a human pilot holds
the controls for a grand total of …
3 minutes
.
[Pilots] have become, it’s not
much of an exaggeration to say,
computer operators.”
Source: Nicholas Carr, “The Great Forgetting,” The Atlantic, 11.13
“Meet Your
Next Surgeon:
Dr. Robot”
Source: Feature/Fortune/15 JAN 2013/on Intuitive Surgical’s
da Vinci
/multiple bypass heart-surgery robot
“[Michael Vassar/
MetaMed founder] is creating a better information
‘Almost all
health care people get is
going to be done—hopefully—
by algorithms within a decade
or two.
system and new class of people to manage it.
We used to rely on doctors to be experts, and we’ve
crowded them into being something like factory workers, where their job is
to see one patient every 8 to 11 minutes and implement a by-the-book
solution. I’m talking about creating a new ‘expert profession’—
medical quants, almost like hedgefund managers, who could
do the high-level analytical work of directing all the
information that flows into the world’s hard drives. Doctors
would now be aided by Vassar’s new information experts who would be
aided by advanced artificial intelligence.”—New York /0624.13
“The intellectual talents of
highly trained professionals are
no more protected from
automation than is the driver’s
left turn.”
—Nicholas Carr, The Glass Cage: Automation and Us
“If you think being a
‘professional’ makes your job
safe, think again.”
—Robert Reich
Sensor Pills: “Proteus Digital Health is one of several pioneers in sensorbased health technology. They make a silicon chip the size
of a grain of sand that is embedded into a safely
digested pill that is swallowed. When the chip
mixes with stomach acids, the processor is
powered by the body’s electricity and transmits
data to a patch worn on the skin. That patch, in
turn, transmits data via Bluetooth to a mobile
app, which then transmits the data to a central
database where a health technician can verify if
a patient has taken her or his medications.
“This is a bigger deal than it may seem. In 2012, it was estimated that people not
$258 BILLION in emergency room
visits, hospitalization, and doctor visits. An average of 130,000 Americans die
taking their prescribed medications cost
each year because they don’t follow their prescription regimens closely enough…”
(The FDA approved placebo testing in April 2012; sensor pills are ticketed to come to
market in 2015 or 2016.)
Source: Robert Scoble and Shel Israel, Age of Context: Mobile, Sensors,
Data and the Future of Privacy
IoT/The Internet of Things
IoE/The Internet of
Everything
M2M/Machine-to-Machine
Ubiquitous computing
Embedded computing
Pervasive computing
Industrial Internet
Etc.* ** ***
*“More Than 50
BILLION connected devices by 2020” —Ericsson
**Estimated 212 BILLION connected devices by 2020—IDC
***“By 2025 IoT could be applicable to
$82 TRILLION
of output
or approximately one half the global economy”—GE [The WAGs to end all WAGs!]
China/Foxconn:
1,000,000
robots/next 3 years
Source: Race AGAINST the Machine, Erik Brynjolfsson and Andrew McAfee
“Since 1996, manufacturing employment in
China itself has actually
fallen
25 percent.
That’s over 30,000,000
fewer Chinese workers in that sector,
by an estimated
even while output soared by 70 percent. It’s not
that American workers are being replaced by Chinese workers. It’s that
both American and Chinese workers are being made more efficient
[replaced] by automation.” —Erik Brynjolfsson and Andrew McAfee,
The Second Machine Age: Work, Progress, and Prosperity
in a Time of Brilliant Technologies
Betterment/
“Ambitions of a
Robo Adviser”
“could put tens of
thousands of U.S.
investment advisors out
of their jobs”
—FT/1217.14/
THE MORAL
IMPERATIVE:
PEOPLE
DEVELOPMENT
Your principal
moral obligation as a leader is to
develop the skillset, “soft” and
“hard,” of every one of the people
in your charge (temporary as well
as semi-permanent) to the
maximum extent of your abilities.
The bonus: This is also the
#1 mid- to long-term …
profit maximization strategy!
CORPORATE MANDATE #1 2016:
#3: Provide a prideworthy job.*
#2: Help people be
successful at their
current job.**
#1: Help people grow/
prepare for an
uncertain future.***
*“Provide a secure job.”—NOT POSSIBLE IN 2015.
**Success is NOT enough, circa 2015.
***Society—and profitability—demands this. (Or should!)
“The role of the Director is to
create a space where the actors
become
more than they’ve ever
been before,
more than they’ve
dreamed of being.”
and actresses can
—Robert Altman, Oscar acceptance speech
Lesson
50:
WTTMSW
WHOEVER
TRIES
THE
MOST
STUFF
WINS
READY.
FIRE!
AIM.
H. Ross Perot (vs “Aim! Aim! Aim!”/EDS vs GM/1985)
“We made mistakes, of course. Most of them were
omissions we didn’t think of when we initially wrote the
software. We fixed them by doing it over and over, again
and again. We do the same today. While our competitors
are still sucking their thumbs trying to make the design
perfect, we’re already on prototype version
#5.
By
the time our rivals are ready with wires and screws, we
are on version
#10. It gets back to
planning versus acting: We act
from day one; others plan how
to plan—for months.”
—Bloomberg by Bloomberg
“FAIL. FORWARD.
FAST.”
—High Tech CEO, Pennsylvania
“FAIL FASTER.
SUCCEED SOONER.”
—David Kelley/IDEO
WTTMSASTMSUTFW
WHOEVER
TRIES
THE
MOST
STUFF
AND
SCREWS
THE
MOST
STUFF
UP
THE
FASTEST
WINS
“EXPERIMENT
FEARLESSLY”
TACTIC #1
Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—
“RELENTLESS TRIAL
AND ERROR”
Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company
portfolios in the face of changing and uncertain global economic conditions
We Are What
We Eat.
We Are Who We
Hang Out With.
“IT IS HARDLY POSSIBLE TO
OVERRATE THE VALUE OF PLACING
HUMAN BEINGS IN CONTACT WITH
PERSONS DIS-SIMILAR TO THEMSELVES,
AND WITH MODES OF THOUGHT AND
ACTION UNLIKE THOSE WITH WHICH
THEY ARE FAMILIAR. SUCH
COMMUNICATION HAS ALWAYS BEEN,
AND IS PECULIARLY IN THE PRESENT
AGE, ONE OF THE PRIMARY SOURCES
OF PROGRESS.” —John Stuart Mill
Diversity:
“You will become like
the five people you
associate with the
most—this can
be either a blessing
or a curse.”
—Billy Cox
The “We are what we eat”/
“We are who we hang out with”
Axiom: At its core,
every (!!!)
relationship-partnership decision
(employee, vendor, customer, etc.,
etc.) is a
strategic
decision about:
“Innovate,
‘Yes’ or ‘No’ ”
AND THE
WINNERS
AREN’T/ARE
S&P 500
+1/-1*
*Every …
!
2 weeks
Source: Richard Foster (via Rita McGrath/HBR/12.26.13
“I am often asked by
would-be entrepreneurs
seeking escape from life
within huge corporate
structures, ‘How do I build
a small firm for myself?’
The answer seems
obvious …
Source: Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
“I am often asked by would-be entrepreneurs seeking escape from
life within huge corporate structures, ‘How do I build a small firm for
Buy a
very large
one and just
wait.”
myself?’ The answer seems obvious:
—Paul Ormerod, Why Most Things Fail:
Evolution, Extinction and Economics
“Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back
years for
1,000
found that
U.S. companies.
40
They
NONE
of
the long-term survivors managed to
outperform the market. Worse, the
longer companies had been in the
database, the worse they did.”
—Financial Times
AND THE
WINNERS
AREN’T/ARE
THE RED
CARPET
STORE
(Joel Resnick/Flemington NJ)
*Basement Systems Inc.
(Larry Janesky/Seymour CT)
*Dry Basement Science
(100,000++ copies!)
*1990: $0; 2003: $13M;
2010:
$80,000,000
The Magicians of Motueka (PLUS)
!
W.A. Coppins Ltd.*
(Coppins Sea Anchors/
PSA/para sea anchors)
*Textiles, 1898; thrive on
“wicked problems”
U.S. Navy STLVAST (Small To Large Vehicle At Sea
Transfer); custom fabric from W. Wiggins Ltd./Wellington
(specialty nylon, “Dyneema,” from DSM/Netherlands)
—e.g.,
Going “Social”: Location and Size Independent
“Today, despite the fact that we’re just a little swimming
pool company in Virginia, we have the most trafficked
swimming pool website in the world. Five years ago, if
you’d asked me and my business partners what we do, the
answer would have been simple, ‘We build in-ground
‘We
are the best teachers
… in the world … on the
fiberglass swimming pools.’ Now we say,
subject of fiberglass swimming pools,
and we also happen to build them.’”
—Jay Baer, Youtility: Why Smart Marketing Is About Help, Not Hype
Retail Superstars:
Inside the 25 Best
Independent Stores
in America
—by George Whalin
JUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OH: “An adventure in
‘shoppertainment,’
1,600
1,400
$8-$8,000
4,000
begins in the parking
lot and goes on to
cheeses and
varieties of
hot sauce—not to mention 12,000 wines priced from
a bottle; all this is brought to you by
vendors. Customers
from every corner of the globe.”
BRONNER’S CHRISTMAS WONDERLAND, FRANKENMUTH, MI, POP 5,000:
98,000
ornaments,
-square-foot “shop” features
50,000
6,000
Christmas
trims, and anything else you can name pertaining
to Christmas. …”
Source: George Whalin, Retail Superstars: Inside the 25 Best Independent Stores in America
JUNGLE JIM’S/“Shoppertainment”: “The props can
also be a bit bizarre. Two men’s and women’s Porta Potties
situated in the front area of the store look as though they belong
on a construction site rather than in a food store. But they are
false fronts, and once through the doors, customers find
themselves in beautifully appointed restrooms. These creative
facilities were recognized as …
‘AMERICA’S BEST
RESTROOM’
… in the Sixth Annual competition sponsored by
Cintas Corporation, a supplier of restroom cleaning and
hygiene products. …”
From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin
“BE THE BEST.
IT’S THE ONLY
MARKET THAT’S
NOT CROWDED.”
From: Retail Superstars: Inside the 25 Best
Independent Stores in America, George Whalin
Michael Raynor and Mumtaz Ahmed: THE THREE RULES:
How Exceptional Companies Think*:
1. Better before cheaper.
2. Revenue before cost.
3. There are no other rules.
(*From a database of over 25,000 companies from hundreds of industries covering 45 years, they
uncovered 344 companies that qualified as statistically “exceptional.”)
Jeff Colvin, Fortune: “The Economy Is Scary … But Smart
Companies Can Dominate”:
They manage for value—not for EPS.
They get radically customer-centric.
THEY KEEP DEVELOPING HUMAN CAPITAL.
TGRs & the
“8/80” Fiasco:
Towards
“EXPERIENCES”
That Rock!
(& Are Remembered)
Customers describing their service
experience as “superior”:
8%
Companies describing
the service experience they provide as
“superior”:
80%
Bain & Company survey of 362 companies
—Source:
, reported in
John DiJulius, What's the Secret to Providing a World-class Customer Experience?
Conveyance: Kingfisher Air
Location: Approach to New Delhi
“May I clean
your glasses,
sir?”
“Courtesies of a small and
trivial character are the ones
which strike deepest in the
grateful and appreciating
heart.” —Henry Clay
"Let's not forget that small
emotions are the great
captains of our lives." –—van Gogh
Get ’Em Away From the ATM and Into the Branches:
7X.
7:30A-8:00P. Fri/12A.
7:30AM = 7:15AM.
8:00PM = 8:15PM.
(+2,000,000 dog biscuits)
Source: Vernon Hill, Fans, Not Customers (the story of Commerce Bank,
the folks who revolutionized East Coast retail banking)
<TGW
and …
>TGR
[Things Gone
WRONG-Things Gone RIGHT]
TGRS.
MANAGE ’EM.
MEASURE ’EM.*
*I use “manage-measure” a lot. Translation: These are
not “soft” ideas; they are exceedingly important things
that can be managed—AND measured.
TGRs
L(
(on steroids):
)BTs
ery
Bag sizes = New markets:
Source: PepsiCo
Big carts =
Source: Walmart
Las Vegas Casino/2X:
slightly
curved
“When Friedman
the right angle of an
entrance corridor to one property, he was
‘amazed at the magnitude of change in
pedestrian behavior’—the percentage who
one-third to
nearly two-thirds.”
entered increased from
—Natasha Dow Schull, Addiction By Design: Machine Gambling in Las Vegas
Machine Gambling
“Pleasing” odor #1 vs.
“pleasing” odor #2:
+45% revenue
Source: “Effects of Ambient Odors on Slot-Machine Useage in Las Vegas
Casinos,” reported in Natasha Dow Schull, Addiction By Design:
Machine Gambling in Las Vegas (66% revenue, 85% profit)
Glaring Eyes:
-62%
Source: PLOS ONE (via The Atlantic CITIES /0429.13)
45%
86%
401(k) active opt-in:
401(k) as default:
Source: New York Times, 1202.08 (research by Richard
Thaler, co-author Nudge)
120-oz container to ketchup-bottle size laundrydetergent concentrate (100% conversion): 1/4th
packaging; 1/4th weight; 1/4th cost to ship;
1/4th space on ships, trucks, shelves. 3
95M #s plastic resin saved,
125M #s cardboard conserved, 400M
less gallons of water shipped, 500K
gallons less diesel fuel, 11M less #s CO2
years:
released)
Source: Force of Nature: The Unlikely Story of Walmart’s Green Revolution , Edward Humes
DVT/Socks =
10,000 Lives!
(1) AMENABLE TO RAPID
EXPERIMENTATION/FAILURE “FREE”
(NO BAD “PR,” NO $$)
(2) QUICK TO IMPLEMENT/QUICK TO
ROLL OUT
(3) INEXPENSIVE TO IMPLEMENT/
ROLL OUT
(4) HUGE [POTENTIAL] MULTIPLIER
(5) AN “ATTITUDE” [WTTMSW/
“SERIOUS PLAY”]
(6) DOES NOT BY AND LARGE REQUIRE
A “POWER POSITION” FROM WHICH
TO LAUNCH EXPERIMENTS.
Social Business/
Customer Engagement/
Customer Control/
“Brand Ambassadors”/
“Brand Assassins”/
Social Epidemiologists/
Etc./Etc. …
Welcome to the Age of Social Media*
[*Applies to 100% of us]
“The customer is in complete
control of communication.”
“What used to be “word of mouth” is now
“word of mouse.” You
are either
creating brand ambassadors
or brand terrorists doing
brand assassination.”
Source: John DiJulius, The Customer Service Revolution
“It
takes 20 years to
build a reputation
and five minutes to
ruin it.
Welcome to the Age of Social Media:
Also, the Internet and technology
have made customers more demanding., and they
expect information, answers, products, responses,
and resolutions sooner than ASAP.”
—John DiJulius, The Customer Service Revolution
“I would rather engage in a
Twitter conversation with a
single customer than see our
company attempt to attract the
attention of millions in a coveted
Super Bowl commercial.
Why? Because having
people discuss your brand directly with you, actually connecting one-to-one, is far
more valuable—not to mention far cheaper!. …
“Consumers want to discuss what they like, the companies they support, and the
organizations and leaders they resent. They want a community. They want to be heard.
“[I]f we engage employees, customers, and prospective customers in meaningful
dialogue about their lives, challenges, interests, and concerns, we can build a
community of trust, loyalty, and—possibly over time—help them become advocates
and champions for the brand.”
Tangerine
—Peter Aceto, CEO,
(from the Foreword to A World Gone Social,
by Ted Coine & Mark Babbit) (FYI: See Peter Aceto’s book Weology.)
Going “Social”: Location/Size Independent
“Today, despite the fact that we’re just a little
swimming pool company in Virginia, we have the
most trafficked swimming
pool website in the world. Five
years ago, if you’d asked me and my business
partners what we do, the answer would have been
simple, ‘We build in-ground fiberglass swimming
pools.’ Now we say,
‘We are the best
teachers … in the world … on the
subject of fiberglass swimming pools, and we also
happen to build them.’”
—Jay Baer, Youtility: Why Smart Marketing Is About Help, Not Hype
ZMOT
: ZERO Moment Of Truth/Google*
“You know what a ‘moment of truth’ is. It’s when a prospective customer
decides either to take the next step in the purchase funnel, or to exit and
seek other options. … But what is a ‘zero moment of truth’? Many behaviors
can serve as a zero moment of truth, but what binds them together is that
the purchase is being researched and considered before the prospect even
enters the classic sales funnel … In its research, Google found that
84%
of shoppers said the new mental
model, ZMOT, shapes their decisions. …”
—Jay Baer, Youtility: Why Smart Marketing Is About Help, Not Hype
*See www.zeromomentoftruth.com for ZMOT in booklength format
Women BUY
[Everything]
!
“Forget CHINA,
INDIA and the
INTERNET: Economic
Growth Is Driven by
WOMEN.”
Source: Headline, Economist
W>
2X (C + I)*
*“Women now drive the global economy. Globally, they control about $20
trillion in consumer spending, and that figure could climb as high as
$28 TRILLION
in the next five
years. Their $13 trillion in total yearly earnings could reach $18 trillion in
the same period. In aggregate, women represent a growth market bigger than China and India combined—
more than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female
consumer.
And yet many companies do just that—even ones that are confidant that they have a winning strategy when
it comes to women. Consider Dell’s …”
Source: Michael Silverstein and Kate Sayre, “The Female Economy,” HBR
“Women are
THE majority
market”
—Fara Warner/The Power of the Purse
Women as Decision Makers/Various sources
Home Furnishings …
Vacations …
92%
94%
(Adventure Travel … 70%/ $55B travel equipment)
91%
D.I.Y.
… 80%
Consumer Electronics … 51%
Cars … 68% (influence 90%)
Houses …
(major “home projects”)
(66% home computers)
All consumer purchases …
Bank Account …
83% *
89%
67%
Small business loans/biz starts … 70%
Health Care … 80%
Household investment decisions …
*In the USA women hold >50% managerial positions including >50% purchasing officer positions;
hence women also make the majority of commercial purchasing decisions.
Women [USA] as …
55%
Purchasing managers: 42%
Wholesale/retail buyers: 52%
Purchasing agents:
Employee health-benefit
plans:
60%
Source: Martha Barletta/TrendSight Group/0517.11
MOST
SIGNIFICANT
VARIABLE in EVERY
“The
sales situation is the
GENDER
of the buyer, and
more importantly, how the
salesperson communicates to
the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
THE
TRANSACTION MODEL
Selling to men:
THE
RELATIONAL MODEL
Selling to Women:
Source: Selling to Men, Selling to Women, Jeffery Tobias Halter
“Women don’t ‘buy’
They
‘join’ them.”
brands.
—Faith Popcorn, EVEolution
Purchasing Patterns
Harder to convince;
more loyal once convinced.
Women:
Men:
Snap decision; fickle.
Source: Martha Barletta, Marketing to Women
2.6
vs.
Value-Added
on Steroids: The
[ENORMOUS]
[UBIQUITOUS]
“Services Added”
Opportunity
“Rolls-Royce now earns
MORE from tasks
such as managing clients’
overall procurement
strategies and maintaining
aerospace engines it sells
than it does from making
them.” —Economist
PS
UPS
U
to
“It’s all about solutions.
We talk with customers
about how to run better,
stronger, cheaper supply
chains. We have 1,000
engineers who work with
customers …”
—Bob Stoffel, UPS senior exec
UPS = United
Problem Solvers
I. LAN Installation Co.
II. Geek Squad.
(3% local market share)
(30% local market share with name change.)
III. Acquired by Best Buy.
IV. FLAGSHIP OF BEST BUY’s
WHOLESALE “SOLUTIONS”
STRATEGY MAKEOVER.
LEADERSHIP:
“SOME STUFF”
MBWA 25*
*Managing by Wandering Around
MBWA
(Managing
By Wandering Around)
“I’m always stopping by our
at least
a week.
stores—
25
I’m also in other
places: Home Depot, Whole Foods,
Crate & Barrel. I try to be a sponge to
pick up as much as I can.” —Howard Schultz
Source: Fortune, “Secrets of Greatness”
“Every year, for 25 years, is a
startup. For that matter, every event
is a start up. No customers.
Not
one single
satisfied
customer! I take nothing
for granted.”
—Jose Salibi Neto, HSM Group
I left out
one [BIG]
thing …
“Tom, you left out one
Leaders
enjoy
leading!”
thing …
“I ‘DO’
PEOPLE”
Les Wexner: FROM FASHION
TRENDS GURU TO JOY
FROM PICKING/
DEVELOPING PEOPLE!*
*Limited Brands founder Les Wexner queried on astounding
(>>Welch) longterm growth & profitability: It happened, he said,
“I got as excited
about developing
people”
because
as he had been about predicting fashion
trends in his early years.
LEADERSHIP
R.O.I.R.*
>>>
R.O.I.
*Return On Investment in Relationships
“The capacity to develop close and
enduring relationships is the mark of
a leader. Unfortunately, many
leaders of major companies believe
their job is to create the strategy,
organization structure and
organizational processes—then they
just delegate the work to be done,
remaining aloof from the people
doing the work.” —Bill George, Authentic Leadership
“If I had to
#1
pick the
failing of CEOs,
it’s that …
“If I had to pick one failing of
they
don’t read
enough.”
CEOs, it’s that …
THE “FRED
SMITH
QUESTION”
“Who’s the most
interesting person
you’ve met in the last
90 days? How do I
get in touch with
them?”
—Fred Smith
!
WOMEN RULE
“Research
suggests
that to succeed, start
by promoting women.”
[by McKinsey & Co.]
—Nicholas Kristof, “Twitter, Women, and Power,” NYTimes
“In my experience,
women make much
better executives
than men.”
—Kip Tindell, CEO, Container Store
“Women are rated higher in fully
12 of the 16 competencies that
go into outstanding leadership. And
two of the traits where women
outscored men to the highest
degree — taking initiative and
driving for results — have long
been thought of as particularly
male strengths.”
—Harvard Business Review/2014
“AS
LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
For One [BIG] Thing …
“McKinsey & Company found that the
international companies with more
women on their corporate boards far
outperformed the average company in
return on equity and other measures.
Operating profit was …
56%
higher.”
Source: Nicholas Kristof, “Twitter, Women, and Power,” NYTimes, 1024.13
Can you pass the …
“Squint
test” ?
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparts’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It
Like a Woman: Why the 21st-century negotiator will need the female touch”
“TAKE THIS QUICK QUIZ: Who manages more
things at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer ‘to
do’ list? Who enjoys a recap to the day’s
events? Who is better at keeping in touch
with others?”
Selling Is a Woman’s Game:
15 Powerful Reasons Why Women Can Outsell
Men, Nicki Joy & Susan Kane-Benson
Source/from the back cover:
Portrait of a Female Investor
1. Trade less than men do
2. Exhibit less overconfidence—more likely to know
what they don’t know
3. Shun risk more than male investors do
4. Less optimistic, more realistic than their male
counterparts
5. Put in more time and effort researching possible
investments—consider details and alternate points
of view
6. More immune to peer pressure—tend to make
decisions the same way regardless of who’s watching
7. Learn from their mistakes
8. Have less testosterone than men do, making them
less willing to take extreme risks, which, in turn,
could lead to less extreme market cycles
Warren Buffett Invests Like a Girl: And Why
You Should Too, Louann Lofton, Chapter 2, “The Science Behind the Girl”
Source:
Acknowledgement
“The deepest urge
in human nature
is the desire to be
important.”
—John Dewey
“The deepest principle
in human nature is
the craving to be
appreciated.”
—William James
“Employees who
don't feel significant
rarely make
significant
contributions.”
—Mark Sanborn
“Acknowledge” …
perhaps the most
powerful word (and
idea) in the English
language—and
in the manager’s
tool kit!
4
“The
4 most
important
words in any
organization are …
THE FOUR MOST IMPORTANT WORDS IN ANY ORGANIZATION
“WHAT
DO YOU
THINK?”
ARE …
Source: courtesy Dave Wheeler, posted at tompeters.com
“THANK
YOU”
“Little” >> “Big”
CEO Doug Conant
30,000
handwritten ‘Thank
sent
you’ notes to employees
during the 10 years
he ran Campbell Soup.
[approx 10/day]
Source: Bloomberg BusinessWeek
“I regard apologizing as the
most magical, healing,
restorative gesture human
beings can make. It is the
centerpiece of my
work with executives who
want to get better.”
—Marshall Goldsmith, What Got You Here Won’t Get You There:
How Successful People Become Even More Successful.
K=R=P
"Let's not forget
that small
emotions are the
great captains of
our lives."
–—Van Gogh
K=R=P
Kindness =
Repeat Business =
Profit.
K = R = P/Kindness = Repeat business = Profit
Kindness:
Kind.
Thoughtful.
Decent.
Caring.
Attentive.
Engaged.
Listens well/obsessively.
Appreciative.
Open.
Visible.
Honest.
Responsive.
On time all the time.
Apologizes with dispatch for screw-ups.
“Over”-reacts to screw-ups of any magnitude.
“Professional” in all dealings.
Optimistic.
Understands that kindness to staff breeds kindness to others/outsiders.
Applies throughout the “supply chain.”
Applies to 100% of customer’s staff.
Explicit part of values statement.
Basis for evaluation of 100% of our staff.
“There is a misconception that supportive interactions
require more staff or more time and are therefore more
costly. Although labor costs are a substantial part of any
hospital budget, the interactions themselves add nothing to
KINDNESS
IS FREE.
the budget.
Listening to patients
or answering their questions costs nothing. It can be argued
that negative interactions—alienating patients, being nonresponsive to their needs or limiting their sense of control—
can be very costly. … Angry, frustrated or frightened
patients may be combative, withdrawn and less
cooperative—requiring far more time than it would have
taken to interact with them initially in a positive way.”
—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
(Griffin Hospital/Derby CT/Planetree Alliance)
The 9 Planetree Practices
1. The Importance of Human Interaction
2. Informing and Empowering Diverse Populations:
Consumer Health Libraries and Patient Information
3. Healing Partnerships: The importance of Including
Friends and Family
4. Nutrition: The Nurturing Aspect of Food
5. Spirituality: Inner Resources for Healing
6. Human Touch: The Essentials of Communicating
Caring Through Massage
7. Healing Arts: Nutrition for the Soul
8. Integrating Complementary and Alternative Practices
into Conventional Care
9. Healing Environments: Architecture and Design
Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“I’M
SORRY”
*******************
THERE ONCE
WAS A TIME WHEN A
Relationships
(of all varieties):
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF THE
DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE
RUPTURE.*
*Divorce, loss of a BILLION $$$ aircraft sale, etc., etc.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
Toro, the lawn mower folks,
reduced the average cost of settling a claim from
With a new and forthcoming policy on apologies …
$115,000 in 1991 to $35,000 in 2008—
and the company hasn’t been to trial in the last
15 years!
The VA hospital in Lexington, Massachusetts, developed an approach, totally uncharacteristic
In
2000, the systemic mean VA hospital malpractice settlement
in healthcare, to apologizing for errors—even when no patient request or claim was made.
throughout the United States was
$413,000; the
Lexington VA hospital settlement number was
$36,000
Source: John Kador,
—and there were far fewer per patient claims to begin with.)
Effective Apology
100
“The problem with
communication
is the illusion that
it has been
accomplished.”
——George Bernard Shaw
Leaders:
Communications
failure …
100%*
*Your fault!
14 = 14
Practicing …
We
-ism
Observed closely: The use of
“I”
or
“We”
during a
job interview.
Source: Leonard Berry & Kent Seltman, chapter 6, “Hiring for Values,”
Management Lessons From Mayo Clinic
“I am hundreds
of times better
here
[than in my prior hospital assignment]
because of the support system.
It’s like you were working in an
organism; you are not a single
cell when you are out there
practicing.’”
—quote from Dr. Nina Schwenk, in Chapter 3, “Practicing
Team Medicine,” from Leonard Berry & Kent Seltman,
from Management Lessons From Mayo Clinic
RULE 2016;
RADICALLY
THRILLING
Kevin Roberts’ Credo
1. Ready. Fire! Aim.
2.
3.
4.
5.
6.
7.
8.
9.
If it ain’t broke ... Break it!
Hire crazies.
Ask dumb questions.
Pursue failure.
Lead, follow ... or get out of the way!
Spread confusion.
Ditch your office.
Read odd stuff.
10.
AVOID MODERATION!
“INSANELY GREAT”
STEVE JOBS
“RADICALLY THRILLING”
BMW
“ASTONISH ME”
SERGEI DIAGHLEV, TO A LEAD DANCER
“BUILD SOMETHING GREAT”
HIROSHI YAMAUCHI, NINTENDO, TO A SENIOR GAME DESIGNER
“MAKE IT IMMORTAL”
DAVID OGILVY, TO A COPYWRITER.
“Never miss
a good chance
to shut up.”
—Will Rogers